Shift Happenings with George Suess

Where you been?

New Edition of The Challenge

I’ve been spending a lot of time lately writing, just not on this blog. Typically, a project I originally thought would take two or three weeks took three months. The first book the Arc of Delaware County published, in 1992, has been reprinted several times. Before the last reprint we realized it needed modernizing. Many developments have occurred in the field and in our organization since 1992 and the need for a rewrite became clear. Welcome to the Challenge of the Delaware County ARC was written to help introduce new employees to our unique culture. Since then hundreds of new employees have launched their careers with us by reading it during their first week of employment. During that time as well, hundreds of people outside the organization also read and appreciated it.

The biggest development over the years has been the wide spread and rapidly expanding interest in our proactive philosophy and positive approach which has enabled us to support even the most challenging individuals without the use of physical intervention. In light of the growing national controversy over the use and abuse of such techniques interest in positive alternatives has grown and grown. So much so that while many changes occurred in the content of the new edition of The Challenge, it was also decided a change in the title was very much in order. The new edition, entitled Welcome to the Challenge of Caring without Restraint, is currently at the printer and should be available in a few weeks.

The Second Most Frequently Asked Question.

When organizations examine our philosophy and approach they usually have many questions. The first is some variation of, how do we make such a change in our organization? It is amazing the second question that almost always follows is, how do we convince our existing staff to buy in?

They don’t worry about the amount of training they will need to provide. They don’t worry about their Board of Directors’ position, they don’t worry about the impact on the people they support (in large part because they see the immediate benefits). They don’t worry about dollar costs. They don’t worry about new employees. The overwhelming concern is how to convince existing staff to get on board. While I have become use to the question, it still amazes me.

It amazes me for several reasons:

- Don’t their staff want the very best for the people they support? They often say the do.
- What are their values? Are they about excellence or convenience?
- Why the resistance to change? Whenever someone shows me a better way, I can’t wait to get started.
- When they ask that question, do supervisors and executives know how lame they sound? I ask, “Who’s the boss? Who signs the paycheck? Who works for whom?”


Ultimately, once the shock or the humor (depending on my mood) wears off I respond that it usually boils down to get on board or get out!
I’m quick to add that we can’t be arbitrary. That we need to provide inspiration, training, support and opportunity for coached practice but ultimately our responsibility is to the people we are hired to support. So they need to show us they are trying and not just trying but making progress or they need to make room for those who can do what needs to be done.

It’s funny, most of them respond, “You’re right.” But what I struggle to understand is why they need me to say it in the first place. On the other hand, I’m glad they do. I know they appreciate it and I also know it doesn’t take most of the too long to get it. And for that I’m grateful.